Making Strategy Work

xi. Walter R. Young Part One: From Strategic Planning to Sustainable Growth: The Making Strategy Work Model 1. Strategy Easier Set Than Done Strategic Trends- The Impact of Strategy Setting on Implementation Approaches Do Not Work- The Making Strategy Work Model-- Conclusion 2. Strategy Implementation: A Pattern Emerges Utilizing the Influence Systems- Applying Integrated Sets of Influence Systems- The Results Speak for Themselves- Conclusion Part Two: Realignment and Implementation: A Project Approach 3. Getting Organized and Establishing the Project Project Flow: Six Stages- Project Management- Project Structure- Project Tasks- Project Tracking- Conclusion 4. Clarifying the Business Strategy The Strategy Clarification Team- The Strategy Clarification Process- Implications of Growth Strategies- Conclusion 5. Determining the Necessary Competencies and Behaviors Focusing on Behaviors in Strategy Implementation- The Concept of Competencies- Company-Wide Core Competencies- Tiered Competencies-Conclusion 6. Redesigning the Influence Systems Assessing the Influence Systems-Setting Organizational Alignment Priorities-Alignment Task Forces- Conclusion 7. Comparing Yourself to Others Benchmarking or Best Practices?- The Basic Steps of Benchmarking and Best Practices-Avoiding Benchmarking and Best Practices Pitfalls- Alternative Sources of Information- Conclusion 8. Developing Redesign Recommendations and Implementing the Redesigned Influence Systems Developing the Redesign Recommendations- Implementing the Redesign Influence Systems- Conclusion 9. Measuring the Impact and Redefining the Process Value Versus Efficiency- Beyond Employee Satisfaction- Building Accountability- Course Corrections- Conclusion 10. Putting It All Together Can We Start in the Middle?- It Won't Happen Overnight- Bigger Is Not Better- Common Mistakes- Key Success Factors- Conclusion Appendix A: Advisory Team Guidebook Appendix B: Core Team Guidebook Appendix C: Alignment Task Forces Guidebook